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Syneos Health ranks as one of the top 3 Contract Research Organizations around the globe providing full services and functional service provider capabiliites in support of Pharma and Biotech clinical studies that will bring new therapies to the world. As a VP, built an infrastructure for federal government opportunities and shared over 75 Requests for Proposal with therapeutic business unit leaders, helping in the submission of a dozen proposals, winning five, valued at $13M and an award partnering as a subcontractor to a Prime Government Contractor in competing against hundreds of other large vendors and winning a seat to support an indefinite delivery indefinite quantity contract for the DoD for 10 years and valued at $10B.

Large interventional pain specialty practice, comprised of five clinics, 14 providers and 70 support staff. Led this group practice in delivering high quality interventional pain services and pain medical management to the Raleigh and Cary communities. Built infrastructure, process improvement designs, patient experiences, state prescription procedures, protocols, and more. Conducted a strategic off site for key leaders and staff, resulting in a vision and growth objetives.

Decided to return to NC to help wife with her ailing parent. Created an independent Consultation Company that leveraged personal experiences and intellectual capital, plus strengths in team building, problem solving and strategy development. Participated and conducted several proposal development red cell sessions to collaborate and produce the best possible strategy and proposal design, advising the client on the government's perspectives and current business operating models. Collaborated with a practice group client in bringing the board, physicians and staff for a strategic planning retreat/event that brought past performance, industry research and recommendations for future objectives into a strategic plan that will move confidently this client into the next 3-5 years.

A 301-licensed bed, safety net community hospital and a standalone 29-bed Urgent Care Center in a six-hospital integrated healthcare system. I forged strong relationships with community independent physicians to build trust and inform of quality care and services that led to over 500 new admissions and surgical cases. We improved the HCAHCP rates from 76% to 81% average through messaging with staff and demanded high standards for each patient encounter, such as daily leader rounding and must haves. Earned the Memorial Healthcare System's Top Performing Hospital for Surgical Services, achieving the 99% percentile on the 2013 Physician Perception Survey. We sustained a 99.8% CMS Composite Care rate of 99.9% through hardwiring of quality care with physician/RN bedside care that represented the standard of care and our organizational culture.Decided to resign from position to move to NC and help wife with ailing parent.

The military's largest healthcare system in the Pacific and East Asia, employing 6,000 FTEs, including nearly 400 physicians across three countries ​(US, Japan, Korea), a 207-bed academic medical center consisting of Graduate ​​Medical Education programs (14 Residencies and 7 Fellowships), a Level IIIb NICU, and a Level III ​​(Provisional) Trauma Center--one 60-bed Community Hospital and 8​ distinct primary clinics, including the Army's largest standalone clinic, with revenues approaching $650M serving 250,000 lives, including returning combat injuries. Upon assignment as the CEO, carried over prior fiscal year deficit of $26M and through black belt analysis, created new policies and procedures that turned aroung this deficit into a positive $500K net income in 15 months and created a culture of fiscal stewardship. We worked tirelessly on patient care and increased our 90th percentile HEDIS measures from 2 to 4 for an enrolled population of 100K lives. We collaborated with the Director, Hawaiian-Pacific VA to analyze and adopt clinical guidelines and referral algorithms that evacuated hundreds annually, including a dozen surgical heart cases in the first year. We meticulously tracked our residents hours and case loads that led to the reaccreditation of 10 residencies at their maximum possible years. We built a Tele-Behavioral Health service to conduct the pre/post behavioral health assessments of deploying/redeploying soldiers in Hawaii and expanding this service to 4 other installations that brought timely care and found about 10% of them requiring further psychological health services. The patient satisfaction rate yilelded 95% and this service helped reduce the behavior health stigma.

The military's largest health system in Europe, comprising of 3,200 FTEs, including a medical staff of nearly 300 physicians across five ​​different countries, a 145-bed tertiary medical center--including a Level II ​​Trauma Center, a Level IIB NICU--two health centers, and 17 standalone health clinics with ​​revenues approaching $350M in the high quality care of over 105,000 lives, including thousands of returning combat injuries from Iraq and Afghanistan. We prepared for the redeployment of a brigade combat team following 15-months in combat by adding over 50 behavioral health providers and implementing protcols obtained from Henry Ford Health System to remove the stigm of behavioral health and increase timely care and access, resulting in 10K more visits in less than a year and receiving unsolicited positive feedback from unit leadership. We optimized primary care services and capabilities through clinic reengineering that involved staffing redesigns and efficiency modeling, resulting in a reduction of appointment no shows--adding 30K more appointments each year and higher staff and patient satisfaction rates.